“I think that we can continue to do buybacks over the course of the rest of the year and still do what we have said that we would do from a leverage perspective.”

In context

“ate cash from the balance sheet to support what we're doing across the business. I think that we'll probably do better than that sort of flat working capital expectation, but I'm not prepared to say by exactly how much. The variability in working capital has a lot to do with exactly how expense timing and capital timing lands over the course of the year, and so while I think that we'll get good benefits out of just the balance sheet management side, I'm not going to take up the total thoughts that we've had on working capital today. On your other question, sort of how do we think about, I think it was sort of a one and then the other. Do you have to get all the way back to the middle of your range before you accelerate buybacks? I'm in the same place that I was last quarter, which is that I think that we can continue to do buybacks over the course of the rest of the year and still do what we have said that we would do from a leverage perspective. And I don't think of it as do you have to do one and then the other. I'm pretty confident in the trajectory of the business for the second half of the year. And so, I think that we can have sort of good pacing on buybacks and meet what we've said about leverage at the same time. That being said, the capital allocation strategy hasn't changed. We still go after high ROI, organic investment first. We still look then at whether there's a creative M&A opportunity is next. And those come before sort of this balance sheet management and share buybacks that happens as the last set of priorities there. And so, we haven't given a guide around where we think that we'll go in terms of total buybacks. It's because we want to make sure that we maintain that flexibility to do what we think is most impo”